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HARTFORDBUSINESS.COM | APRIL 6, 2026 33 POWE R 50 | L AW L eander A. Dolphin is managing partner of Shipman & Goodwin, where she oversees the firm's strategy, operations and growth across its offices. Her role includes guiding expansion initiatives, strengthening practice areas and shaping the firm's long-term direction in a competitive legal market. Over the past 12 months, Dolphin said the firm significantly expanded its foot- print in the Northeast with the opening of a Boston office in the Prudential Cen- ter and the addition of 17 Boston-based attorneys. She also cited continued investment in key practice areas, L ee Hoffman is chair of Pullman & Comley, where he previously served as co-chair of the firm's Real Estate, Energy, Environmental and Land Use Department. His practice focuses on the development of energy projects, environmen- tal regulatory compliance and the redevelop- ment of contaminated properties. He represents developers, municipalities and utilities before the Connecticut Public Utili- ties Regulatory Authority and the Connecti- cut Siting Council, with experience spanning facility siting, transmission infrastructure, telecommunications, cable franchise renew- als and project finance. Over the past year, the firm earned nation- al and regional recognition for its work, including being named a 2025 Inc. Power Partner, a Law360 Regional Powerhouse for including finance and environmental law, and the firm's achievement of Mansfield Certification Plus for 2024-25, reflecting its ongoing commitment to transparency and equity in leadership advancement. Looking ahead, Dolphin cited opportuni- ties in guiding clients through economic and regulatory uncertainty, deepening sector-focused expertise and integrating legal technology. She identified enter- prise-level AI adoption, talent recruitment and retention, and economic volatility as key challenges. What qualities are most essential for effective leadership today? Integrity, self-awareness, compassion and courage. What do you value most about living or doing business in Connecticut? For such a small state, Connecticut has incredible diversity — the towns and cities all have their own unique iden- tities and something different to offer residents. What is one change that would make Con- necticut more competitive economically? A thriving Hartford would make Con- necticut more competitive economically. Book recommendation: "The Daily Stoic: 366 Meditations on Wisdom, Perseverance, and the Art of Living" by Ryan Holiday Go-to news media outlets: NPR, The New York Times Hobby or leisure activity: Traveling with my family and reading. complex business litigation in state and federal courts. She also regularly handles pro bono matters for Lawyers for Children America and Greater Hartford Legal Aid. In 2025, Ogilvie was elected president of the Hartford County Bar Association and appointed by Gov. Ned Lamont to the Connecticut Criminal Justice Commis- sion. Over the past year, she said the firm experienced growth across its 11 offices, including additions to its Intellectual Property, Trust and Estates, Commercial Litigation, White Collar and Investigations practices in Connecticut. Looking ahead, she identified artificial intelligence, data privacy and cybersecurity as major challenges facing both clients and the legal profession. What qualities are most essential for effective leadership today? I believe some of the most important qual- ities for a leader are empathy, inclusivity and the ability to be an active listener. What do you value most about living or doing business in Connecticut? Connecticut really offers the best of both worlds. We get to live in a beautiful place, with great communities, education and quality of life while also having the good fortune to do sophisticated and challeng- ing legal work for leading edge, global corporations. Hobby or leisure activity: Right now, I am trying to learn pickleball. the second consecutive year, and once again a Hartford Business Journal Best Places to Work in Connecticut. Looking ahead, Hoffman said the firm's biggest challenge and opportunity is responding effec- tively to rapid change, particularly technologi- cal disruption driven by artificial intelligence. What qualities are most essential for effec- tive leadership today? I mentioned change in the question above, and even before the AI revolution hit, I would say that if you're not comfortable with an increasing rate of change, you should probably get out of any leadership positions as soon as possible. The ability to take in information from as many sides of an issue as possible, leave your ego at the door and listen as you try to develop consensus on a response, separates the truly effective leaders from others. There are a host of other tools, but being flexible in the face of change and evaluating a variety of viewpoints usually leads to success. What do you value most about living or doing business in Connecticut? The original version of Avis' famous "We try harder" ad campaign said, "When you're only No. 2, you try harder." I think that sums up Connecticut beautifully. We are in between New York and Boston, but we don't need them to be great. Being the "lit- tle brother" to those metropolitan areas gives us an underdog mentality that serves us well. It drives us to innovate and increase our qual- ity of life so that we can compete (favorably) with the bigger areas to our east and west. insurance. The firm also invested heavily in technology and innovation, becoming the first Am Law 200 firm to partner strategically with Newcode.ai and the first U.S. law firm to earn ARMA's Verified Organization status. Tobin said continued agility, talent devel- opment and responsible AI integration re- main central as the legal industry evolves. What qualities are most essential for effective leadership today? For me, effective leadership starts with be- ing transparent, accessible and grounded in clear communication. Over the years, I've learned that people want to under- stand not just what decisions are being made, but why. When times are uncertain or moving quick- ly — as they have been through economic shifts, hybrid work and technological change — being open and honest helps build trust and keeps people aligned. I also believe deeply in the power of connection. A key to our firm's success has always been its people, and I see my role as creating an environment where individuals feel supported, included and able to grow. Collaboration and consensus building are central to how I lead; I view myself as a partner among partners, and working together strengthens our culture in meaningful ways. Finally, leaders today need to be adaptable and optimistic about change. Whether navigating growth or integrating new tools like generative AI, I try to stay anchored in our values while embracing innovation. Leander A. Dolphin Managing Partner Shipman & Goodwin LLP Industry: Legal No. of employees: 318 Education: Bachelor's degree, Wesleyan University; law degree, Howard University School of Law Birthplace: Castries, St. Lucia Moy N. Ogilvie Hartford Office Managing Partner McCarter & English LLP Industry: Law No. of employees: 837 Education: Bachelor's degree, Bowdoin College; law degree, Bos- ton University School of Law Birthplace: London, England Lee Hoffman Chair Pullman & Comley Industry: Law Education: Bachelor's degree, Tu- lane University; law degree, George Washington University Rhonda J. Tobin Partner Robinson+Cole Industry: Legal No. of employees: 513 Education: Bachelor's degree in economics and Spanish, Duke Uni- versity; law degree, Duke University School of Law Birthplace: Philadelphia, Pennsylvania M oy N. Ogilvie is the managing partner of McCarter & English's Hartford office and leads the firm's Culture & Inclusion Committee. An experienced litigator, her practice focuses on product liability, toxic tort and pharmaceutical matters, as well as R honda J. Tobin is a partner at Robinson+Cole who on March 1 completed a five-year run as the law firm's managing partner. She is also the chair of the firm's lateral Growth Committee. During her managing partner tenure, Rob- inson+Cole executed a new strategic plan that expanded offices in New York, Bos- ton and Philadelphia, opened locations in Washington, D.C., and Austin, Texas, and strengthened national practices including affordable housing finance, capital mar- kets, intellectual property, health care and